Download Attachment - 1 - Service Review PMP

Project Management Plan – Service Review Project
Project Name
Project Manager
Internal Stakeholders
Service Review Project
Name
Simon Adcock
Excom
Program Managers
All Staff
External Stakeholders
Primary Strategic Plan Link
Councillors, Community Groups, Local Residents, All Residents.
Civic Leadership/Council Management
Background
Service Reviews
We must as a Council become financially sustainable. There is no higher priority. No one
underestimates just how hard this will be to achieve, but it is a path we must travel. We need to make
a large number of very hard decisions about the allocation of resources.
Financial sustainability can be considered to be the interplay between four factors. These factors are:
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Revenue
Service level
Risk and
Efficiency
Through well tried methods, this project will balance these factors to ensure Council’s financial
sustainability.
Project Methodology
Below is a pictorial representation of the components of the project.
The “Our House” diagram above gives a visual depiction of the interrelation of all the strands of the
Organisational Development Strategy. At the very top is the service review. This splits into the
Service Level Review and the Service Delivery Review.
The Service Level Review is the mechanism we will use to develop the 2017 to 2027 Imagine Lismore
plans. It will involve extensive engagement with the community and Councillors. By understanding
the consequences of changes to funding levels the community and Councillors will be able to make
informed choices to find a balance between the level of service and the community’s willingness to
pay.
Once we understand the community’s willingness to pay for levels of service we will outline how these
services will be delivered over the next 10 years. This will become our Imagine Lismore 10 year plan.
It will be supported by the; Workforce Plan which will outline the people, skill and attitudes that the
Council will need to provide the required services; the Asset Management Plan which will outline how
Council will create, maintain and dispose of the assets that support the services and the Long Term
Financial Plan that will outline how Council will fund its service provision.
The Imagine Lismore 4 Year Plan and One Year Plan will follow from the 10 year Plan and outline how
the 10 year Plan will be implemented over the following 4 and 1 year.
The Service Delivery Review looks at how we deliver service with the intension of making our service
provision as productive and efficient as possible. The first part of this is an in depth review of each of
the services, making improvement through business process management, implementing the ideas of
frontline staff, customer needs analysis and systems thinking.
The second part of the Service Delivery Review is the Cultural Development Strategy. This is an
organisational wide strategy that will improve the whole organisation’s capacity to meet the needs of
the community. It consists of staff development, the improvement of internal communication and
improving accountability through better performance management.
Guiding Principles
The following are the guiding principles of the service review project. They will be used as a guide to
all project decisions:
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The Service Review Project will review services to align with the key objectives of Imagine
Lismore.
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The service review project is the primary mechanism to achieve the efficiency, effectiveness
and productivity goals of Council.
The project will fully understand and respond to the needs of both the current and future
community.
The project will engage and consult with a wide range of stakeholders throughout its lifecycle.
The project will set targets for quality and cost and benchmark these against other
organisations and standards
The project will be transparent with all stakeholders about the proposed outcomes.
The project will measure and report regularly.
Scope Definition
Project Objective
The Service Review Project will, with full community, staff and Councillor involvement, balance
revenue, service level, risk and efficiency to ensure financial sustainability. It will define the levels of
service and revenue from July 2017 and define exactly what services are delivered to provide the best
possible value for money for the community.
Project Outputs
The project will provide the following outputs
 A definition of Council services.
 A service matrix providing full details including, cost, standards, customer satisfaction,
condition, function and capacity for all Council services.
 A service review schedule.
 Fully reviewed services.
 Imagine Lismore Plans including Resourcing Strategy for 2017-2021.
 Improved performance management
 Improved corporate communication
 A productive and efficient workforce
 A constructive corporate culture.
Project Outcomes
The project will provide the following outcomes:
 Ensure Council’s long term financial sustainability
 Improve the efficiency, effectiveness and productivity of all Council services.
Whole of Life Cost Benefit Analysis
Project Costs in addition to Recurrent Budget
The cost of this budget is $20,000 per year in incidental project costs, $40,000 per year in staff
development costs and $80,000 per year in salaries. The total cost of the project is $140,000 per
year.
Project Benefits (Financial)
Through a combination of a rate increase, service reductions and efficiency and productivity gains this
project will provide the financial benefit for Council to become financially sustainable.
Project Schedule
Start Date
Completion Date
Major Milestones
Project Management
Data Gathering
Service Level Review 1
August 2014
September 2019
Start Date
Fri 22/08/14
Fri 22/08/14
Finish Date
Thu 18/09/14
Thu 30/04/15
Funding Options
Fri 1/05/15
Thu 10/10/16
Imagine Lismore
Mon 24/10/16
Fri 5/05/17
Service Delivery Review
Prioritise Services
1/05/2015
1/06/2015
Develop Benchmarks and KPIS
1/05/2015
1/06/2015
Fri 1/06/15
Thu 14/09/19
Service Review Completed
1/7/2014
1/7/2015
30/6/2015
30/6/2016
1/7/2015
30/6/2016
1/7/2016
30/6/2017
Corporate Performance
Management Plan
1/7/2015
30/6/2017
Corporate Communication Plan
1/7/2015
30/6/2017
Complete frontline leaders program
Complete frontline leaders program
Complete general staff development
program.
Complete general staff development
program.
Accountability very clear across the
organisation and linked to Imagine
Lismore.
Excellent corporate communication
Complete the Service Review
Schedule by Analysis,
Developing Recommendations,
Implementing Change
Cultural Development Strategy
Frontline Leaders Program 1
Frontline Leaders Program 2
General Staff Development
Program 1
General Staff Development
Program 2
Output
Project Management Plan
All service data gathered
Funding Options ready for
community consultation.
Imagine Lismore Documentation
Complete
Service prioritised
All services have benchmarks and
KPIs
Risk Management
Risk
Impact
Lack of resources money,
time, people
3
Probability Risk
Rating
2
4
Consultant availability
2
2
3
Keeping momentum going
3
2
4
Mitigation Strategy
Smart project scheduling; clear
Project Plan – well communicated so
that people have notice and
understand priorities; continued
engagement
with
Steering
Committee and Councillor Steering
Group
Get as much info from consultant as
we can, when we meet to work
towards self sufficiency; good
communication
&
diary
management; sharing of Project
Plan with consultant so he
understands our requirements
Having Steering Committee on
Change of council
2
3
4
Fit for future changes
Amalgamation
3
3
1
3
3
5
Community backlash to
changes
3
1
3
Councillor backlash
2
2
3
Lack of support
3
1
3
Lack of clarity over
deliverables
3
1
3
Unrealistic expectations
3
3
5
Seen as a ‘razor gang’
project
3
2
4
Failure of communications
strategy
3
1
3
Lack of understanding of
complex concepts
2
2
3
board so that there are a large
number of energetic supporters so
that we are not just ‘battling alone’;
celebrating successes as we go;
coffee!
Clear
communication
strategy
ensuring that everyone is clear on
WIIFM; continued engagement with
Steering Committee and Councillor
Steering Group - keeping Steering
Committee on board so that they can
sell to the new councillors
Project likely to be put on hold if this
happens?
Continued clear communication and
good planning to pre-empt and
overcome likely objections
Continued clear communication and
good planning to pre-empt and
overcome
likely
objections;
continued engagement with Steering
Committee and Councillor Steering
Group;
Continued
engagement
with
Steering Committee and Councillor
Steering Group;
one on one
meetings with Councillor and Simon
Adcock
Regular
reviews
to
manage
expectations; everyone getting their
issues and expectations out on the
table; honesty and open-ness
required from all
Regular
reviews
to
manage
expectations; everyone getting their
issues and expectations out on the
table; honesty and open-ness
required from all
Continued clear communication
about what this project is and isn’t
and what is can and cannot deliver;
honesty and open-ness required
from all; getting stakeholder involved
as much and as early as possible so
that they have ownership
Review strategy; understand why its
failing; make improvements; learn
from mistakes and recommence
communication
Jeff Roorda to assist in production of
communication material? Examples
from other councils to bring it all to
Burn out of project team
3
1
3
Loss of focus - scope creep
3
1
3
Changes in staff
2
1
2
Goal posts changing –
alternative option arises
3
2
4
Community perception of
council inefficiency
1
3
3
Risk that it is seen as a
paper exercise; naval
gazing
1
3
3
Unexpected negative
impacts to budget
2
3
4
Politicisation
1
3
3
Risk of union not being
involved in Frontline
Leaders Program – risk of
misunderstanding & being
quoted out of context
life? Presentations from other
councils eg Blue Mountains?
Involving
others
across
the
organisation who can become
champions; succession planning to
anticipate people leaving or getting
burnt out
Clear & agreed Project Management
Plan; sticking to the MS Project Plan;
regular reminders to all about why
we are doing this and what the
ultimate end game is; developing the
ability to say “no” and to stick to
decisions and manage the various
stakeholders
Involving
others
across
the
organisation who can become
champions; succession planning to
anticipate people leaving or getting
burnt out
Clear & agreed Project Management
Plan; sticking to the MS Project Plan;
regular reminders to all about why
we are doing this and what the
ultimate end game is; developing the
ability to say “no” and to stick to
decisions and manage the various
stakeholders
Communication that focuses on
deliverables and how this project will
increase efficiency
Jeff Roorda to assist in production of
communication material? Examples
from other councils to bring it all to
life? Presentations from other
councils eg Blue Mountains?
Open-ness; regular meetings to
anticipate what might change;
include Rino in the Steering
Committee
Communication that focuses on
deliverables and how this project will
increase efficiency
Take CC members who have not
attended training through the content
Project Resources
The project will require the following staff resources, not including the implementation of the review
schedule. The resourcing requirements for this step can’t be worked out until the previous actions
have been completed.
Role
Tasks
Est. Total
Work
Time
Entire
Project
Entire
Project
When
Manager of
Corporate Services
Business Excellence
Facilitator
Corporate
Compliance Officer
Project Manager.
4 Weeks
Between October 2014 and
March 2015.
Finalisation of Imagine Lismore
Plans
4 Weeks
Between February and April
2017
Workshop facilitation.
Support and expertise for the
community engagement.
Organising and conducting all
community engagement work on
the project
Creation of the Workforce Plan
8 days
Place based forums and
citizen’s juries in the
engagement stage.
July 2016 – June 2017
People Services
Partner – Workforce
Planning
Creation of the Workforce Plan
12 weeks
Manager – Finance
Creation of the Long Term
Financial Plan.
Assistance with development of
the 4 Year Plan (Delivery Plan).
Creation of 1 Year Plan
(Operational Plan).
Service Costing. Assigning costs
to each of the defined services
4 weeks
2 Weeks
November 2014
Creation of the Long Term
Financial Plan.
Assistance with development of
the 4 Year Plan (Delivery Plan).
16 weeks
The LTFP will start early in
2017 and be completed by
June of that year.
Service Owners
(One owner for each
of the services)
Service Owners
(One owner for each
of the services)
Community Services
Coordinator
Partnering and
Community
Engagement Officer
People Services
Coordinator
Principal
Accountant/
Management
Accountant
Principal Accountant
Project Officer
Service performance reporting
Service performance
benchmarking
Providing assistance in the
development of the service risk
profile.
Service data collection and
scenario costing and planning
1 year
8 weeks
Entire Project
Entire Project
The WFP development will
start early in 2017 and be
completed by June of that
year.
The WFP development will
start early in 2017 and be
completed by June of that
year.
The LTFP will start early in
2017 and be completed by
June of that year.
Management
Accountant
Creation of 1 Year Plan
(Operational Plan).
Creation of the Long Term
Financial Plan.
Assistance with development of
the 4 Year Plan (Delivery Plan).
Creation of 1 Year Plan
(Operational Plan).
16 weeks
The LTFP will start early in
2017 and be completed by
June of that year.
Measuring Success
Outcomes
Ensure
Council’s
long term financial
sustainability
Improve
the
efficiency,
effectiveness
and
productivity of all
Council services.
Tangible Indicators of Success
How Will These Be Measured
All indicators published by the Through Council’s annual report
OLG for financial sustainability are
met.
Benchmarks
for
efficiency, This will be reported annually.
effectiveness and productivity for
each service are exceeded. The
benchmarks will be developed
during the Analysis stage of the
project.
Stakeholder Analysis/Communication Strategy
Steering
Committee
Councillors
Excom
Program
Managers
Service Owners
(Service owners
may be Program
Managers)
Project Involvement
 Monthly steering committee meeting.
 Ensure the accountability of the project.
 Approve project management plan.
 Approve change requests.
 Final approval for all service level,
revenue and risk levels.
 Community advocate for project.
 Hold project accountable through the
General Manager.
 Provide advice on community attitudes.
 First approval for service level, revenue
and risk levels.
 Internal advocacy for the project.
 Resolve any resourcing conflicts.
 Make Program Managers accountable
for the service improvement in their
area.
 Primary responsibility and
accountability for the service profiles.
 Provision of expert advice on services.
 Drive through service improvements.
 Actual development of service profiles
with the collection of data, development
of revenue scenarios and creation of
risk profiles.
 Provision of expert advice on services.
 Make improvements to service
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Needs – Of the project team
Full understanding of the project.
Full understanding of the project.
Complete faith in the information
they have.
A complete understanding of the
risks, costs and service levels for
each service.
Full understanding of the project.
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Full understanding of the
requirements of the service review.
Support in finding collating the data.
Support in understanding risk.
Workshop facilitation
Full understanding of the
requirements of the service review.
Support in finding and collating the
data.
Support in understanding risk.
Workshop facilitation
Expertise in business process
management and continuous
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Communication/Engagement needs
Monthly meeting.
Agenda and minutes.
Bi-Monthly meeting of the Value
Management Councillor Advisory
Group (See Appendix for ToR)
Regularly progress reports through
city notes.
Regular updates through attendance
of the steering committee.
Escalation from the project team of
organisational problems.
Regular updates at the Program
Managers meeting.
Regular, as required stakeholder
meetings
One on one or small group meetings
to provide support for data collect
and risk.
Workshops as required.
Regular, as required stakeholder
meetings
One on one or small group meetings
to provide support for data collect
and risk.
Workshops as required.
Training in business process
management and continuous
Staff who work
on services
All staff
 Provision of expert advice on services
 Identify improvement opportunities
 Provide advice on potential service
modifications
 Support the implementation of service
improvements
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 Be advocates for the project
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Unions
The Media
 Bring staff concerns forward for
consideration.
 Provide advice on industrial relations.
 Assist in dispute resolution
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 Report changes made by the project to
the community.
 Advocate for the project.
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improvement.
A broad understanding of the
project.
Workshop facilitation for selected
staff.
Expertise in business process
management and continuous
improvement for selected staff.
Have a broad understanding of the
project
Understand how they will be
affected.
Full understanding of the project.
Understand how staff will be
affected.
Be fully aware about any specific
issues relating to their members.
Have a broad understanding of the
project.
Understand how the community will
be affected.
Be made aware of specific timelines
and events.
A full knowledge of any changes to
services.
An opportunity to have a say and
have their views considered.
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Standing item on at the consultative
meeting.
Access to project team as required.
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Regular media releases as required.
Journalist briefings.
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Regularly updates in local matters
Revitalisation of the Imagine
Lismore Facebook page and
website.
Random telephone surveys
Randomly selected citizen’s juries
and place based forums.
Regularly updates in local matters
Revitalisation of the Imagine
Lismore Facebook page and
website.
Briefings and workshops as
required.
 Provide advice on satisfaction with
current service levels, revenue levels
and risk.
 Provide advice on future service levels,
revenue levels and risk.
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The general
public
 Provide advice on future service levels,
revenue levels and risk.
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A broad knowledge of the project
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Interest groups
who have a stake
in services
 Provide advice on particular areas of
interest.
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A full knowledge of the changes in
services that relate to their areas of
interest.
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Users of the
services
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improvement.
One on one, or small group
meetings to provide support for data
collect and risk
Workshops as required.
Training in business process
management and continuous
improvement.
Monthly newsletter
Updates on informer
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